主持会议的六大准则

如果要求你主持一个会议，记住以下有关主持会议的六大准则。

1.总要准时开会。如果你准时开始，晚到的与会者会意识到时间的价值。准时开始反映了一位善于掌握时间的人的技巧，也给其他人树立了榜样。

2.安排一位会议记录或给会议录音。日后你可能需要参考会议中商讨的某个问题，做好记录也是优秀会议主持人的一个特点。

3.学会倾听。常见的是，我们想的是我们将要说些什么，因此就妨碍了听取别的与会者说出的合理论点。再有，我们经常只听我们想要听的，而不是真正地倾听他人的意见。能有效倾听意见的会议是成功的会议。

4.让讨论紧扣主题。往往许多重大问题在会议上容易离题，特别是当每位与会者对问题意见不同时。如果会前你已预料到会有冲突发生，那就提前与当事人交换一下意见。如果会议期间有未曾预料到的冲突发生，委派一个小组委员会对出现的问题予以调查，或者请卷入冲突的人员会后与你再谈。这样能够让讨论紧扣主题，并尽可能少浪费与会者的宝贵时间。

5.给每位与会者说出自己看法的机会。有些人易于滔滔不绝占据会议的大部分时间，而有些人则等着被别人叫才开口。作为会议主持人，你需要思想开阔，无偏袒之心，确保每位与会者都能感到，表达自己的想法是受欢迎的，不会受到别人非难。

6.准时结束会议。如果你说了会议不会超过1小时，那就要保证会议只持续1小时。与会者的日程安排往往会受到会议时间的左右。会议超时会导致他们迟赴别的约会，增加他们心不在焉的可能性，也会降低你作为一位善于主持会议的人的信誉。

控制会议中的干扰者－管理

会议中的干扰者：如果两位与会者由于讨论私人话题而干扰会议进程，那么对其中之一进行一个简单明了的提问。为尽量避免尴尬，在提问前先报出该人姓名；或者也可以重申先前讨论的话题，询问其意见。

质问者：持对立观点的与会者很可能由于其讽刺性意见和抨击性言论影响到会议的流程。切忌与其争论或给予不恰当的惩罚。将注意力集中到情绪障碍上，例如将责任转移至所有与会者身上，把握问题的实质。如果你失去理智，那也就意味着质问者获得胜利。要想击败质问者，最好的方法是反问其碰到该问题时将如何处理？同时，也对所有的与会者提出同样的问题。将问题抛给所有与会者或者采取更加主动的方式重新定义问题，将责任转移至个人。如果质问者继续坚持，那么这时整个团队将对其反驳，因为质问者当下质疑的是他们。

敌人：如果你事先已经知道有两位持相反观点的与会者将出席会议，那么通过座位安排来降低其产生争论的可能性。我们不鼓励‘对立座位法’，这样会使相反观点持有者在座位上形成对立阵线。将对立的小组拆开，因为任何的统一战线都只能加剧紧张的气氛和意见的分歧。当人们在身体的接触上被分开时，他们自然能趋于独立地思考，并且避免了不理智地武断定论。当两个个体长期持有分歧时，我们可以采取另外一种方式：让他们坐在一起。这样能够降低其音量，紧张度，以及口头攻击。

酸溜溜的失败者：投票是做出小组决定时最快，最明了的方法。然而，也可能是最没有效果的。投票可能会逼迫与会者在没有做好充分准备前就做出选择，由此便在小组中划分出了：‘胜利者’和‘失败者’。‘失败者’也由此可能因为其观点未能得到公平对待而不愿意对‘胜利者’的决策给予行动支持。而更加有效的方法是采取协调共识。应当在所有与会者做好充分准备后做出决策。尽管不是所有人能感到‘胜利者’的感觉，但他们至少能为对该方案做出了贡献而感到满意。

控制小组会议－管理
小型会议：尽可能控制会议的规模。规模越大，沟通就越复杂，会议目的也越难达到。例如说，两个人的会议，有两个沟通渠道，加上第三个人，则产生了六个沟通渠道。也就是说，多加一个人，沟通渠道便急剧增加。选择与会者时，请注意以下准则：－专注会议议题－讨论中出成果－已存在的个人分歧－新信息的需求。

组织会议：挑选与会者都能准时出席的时间。最多产的时间通常是早晨，在员工们喝完晨间咖啡后。最没有效果的时间则是午饭后，或者下班前，这些时间通常员工还有其他工作需要完成。

掌握会议长度：设定会议长度，理想的时间为最长不超过1小时。养成习惯，准时开会，即使与会者未到齐。如果你等候迟到者，那么就是惩罚准时出席的员工，同时也是变相鼓励迟到的行为。在适当的时间结束会议，即使会议议程没有全部完成。要记住你总有其他时间能够将其完成。

Meeting Management

Six Golden Rules for Meeting Management

If you are asked to chair a meeting， remember the following six golden rules1 for meeting management.

1.Always start the meeting on time. If you begin on time， group members who show up late will realize the value of time. Beginning on time reflects skill as an effective time manager and sets a precedent2 for others to follow.

2. Assign a note-taker or arrange to have the meeting audiotaped3. You may need to refer back to an issue that was discussed during the meeting at a later date. Good record-keeping is a sign of a good meeting manager as well.

3. Learn to listen. So many times we think about what we are going to say and， in the process， block out valid points that other group members may be contributing. Additionally， we often hear only what we want to hear， rather than really listening to other people. Meetings that are characterized by effective listening are successful meetings.

4. Keep the discussion on track4. Many times important issues can get sidetracked in a meeting， especially when everyone has a different opinion about the topic. If you anticipate a conflict prior to5 the meeting， discuss the issue with participants in advance. If an unanticipated6 conflict develops once the meeting is in progress， either appoint a subcommittee7 to look into the problem， or ask participants involved in the conflict to meet with you after the meeting. Doing so will help keep the discussion on track and minimize the chances of wasting participants' valuable time.

5. Give everyone an opportunity to be heard. Some people tend to monopolize8 meetings， whereas others wait to be asked their opinions. As the leader of the meeting， you need to keep an open mind and make sure everyone feels welcome to contribute and express ideas without criticism.

6. End on time. If you said the meeting would last no longer than one hour， make sure the meeting lasts for only an hour. Meeting participants tend to plan the rest of their day around the time allotted9 for the meeting. Running late with a meeting makes members tardy for other appointments， increases the chances that members will mentally leave the meeting， and reduces your credibility10 as an effective meeting manager.

Group Meeting Disrupters - Management

MEETING DISRUPTERS: If two participants are carrying on a personal discussion that interferes with a meeting, direct a clear and simple question to one of them. In order to avoid embarrassing them, address them by name before asking the question. An alternative is to restate a previously expressed suggestion and then ask them for an opinion.

HECKLERS: A participant with a negative viewpoint can continually undermine the flow of a meeting with snide comments or emotional tirades. Don't argue or chastise this person. Focusing attention on emotional barriers, such as a heckler, deflects responsibility away from participants and the issue at hand. If you lose your cool, the heckler wins. Beat a heckler at his/her own game by asking the person what they would do. Ask the same questions of other participants by asking the same question. Raise questions that bring in the other sides of the issue or put responsibility on the individual by taking a positive approach to redefining the problem. If the heckler continues to be disruptive, chances are the group will take care of it, since the heckler is now heckling them.

ENEMIES: If you know two participants with conflicting viewpoints are going to attend your meeting, reduce the conflict with carefully planned seating arrangements.

Discourage "dividing up sides", which occurs when participants with opposing views line up on opposite sides of the table. Break up opposing groups since any united front will promote rigidity and entrenchment in preconceived ideas. When people are separated physically, they naturally tend to think separately and less dogmatically. When two individuals are continually at odds, a different approach may work: seat them side by side. Their physical proximity often lessens volume, intensity and verbal attacks are less likely.

SORE LOSERS: Voting is the quickest, most clear-cut method of making group decision. However, it may also be the least effective. Taking a vote may force participants to make a choice before they are prepared which divides the group into "winning" and "losing" camps. Those who lose may feel that their position did not get a fair hearing which results in their lack of motivation to help implement the winners decision. A more productive way to reach a decision is through consensus. The matter should be discussed until all of the participants are ready to accept the solution. Although everyone may not feel like a winner, they all can have greater satisfaction by contributing to the solution.

Managing Group Meetings - Management

MANAGING SMALL MEETINGS: Keep the size of the meeting as small as possible. The larger the group, the more complicated communication becomes and the more garbled the purpose may get. For example, with a group of two, there are two communication channels, add a third person and six channels have been created. With each additional person, the number of communication channels increases exponentially. When selecting participants for the meeting, consider the following criteria: -- expertise in the topics -- contribution to the discussion -- pre-existing personal conflicts -need for new information.

MANAGING MEETINGS: Select a time to meet when participants are most likely to be punctual and attentive. The most productive time is generally early morning, after employees have had a chance to drink their morning coffee. The least productive time is usually right after lunch or towards the end of the day when other work remains unfinished.

MANAGING MEETINGS--LENGTH: Set a specific time limit on meetings, ideally a maximum of 1 hour. Get into the habit of starting the meeting on time, regardless of attendance. If you wait for late comers, you penalize present attendees, and encourage tardiness. Adjourn the meeting at the appointed time, even if all items on the agenda have not been completed. You can always reconvene at some other time.

来源：《主管研读》